Chapter I
A Framework for
Electronic Commerce
Research in Small
to Medium-Sized
Enterprises
Nabeel Al-Qirim, Auckland University of Technology, New Zealand
Abstract
It is believed that the recent emergence of electronic commerce (e-commerce) in the early ’90s could provide different opportunities to small to medium-sized enterprises (SMEs) in overcoming part of their technological, environmental, organizational, and managerial inadequacies. However, recent research portrays a gloomy picture about e-commerce uptake and use in SMEs. Therefore, the implication here is twofold. Initially, there is a need to generate more e-commerce research that could penetrate much deeper into main impending issues pertaining to the SMEs in their potential uptake and use of e-commerce. On the other hand, e-commerce is characterized of being embryonic but growing very fast and fragmented across the different disciplines, which makes the task of capturing its different perspectives a very complex one. The preceding two implications represent the greatest challenge for researchers and professionals interested in undertaking e-commerce research in SMEs. In line with the above implications, the first objective of this research aims at capturing the different e-commerce perspectives from the SMEs’ point of view, and the second objective aims at
capturing the e-commerce perspective from the theoretical and the methodological point of view. Addressing the preceding implications in this research could shed some light into some of the gray areas in the e-commerce research in SMEs.
Introduction
In recent years, small to medium-sized enterprises (SMEs) have been shown to contribute significantly to national economies. It was in the 1970s that researchers first began to highlight the critical role of SMEs, not only in maintaining healthy and dynamic economies within industrialized nations, but also in introducing inventions and innova-tions (Cameron & Massey, 1999; Iacovou, Benbasat, & Dexter, 1995). By utilizing their assets, such as being more flexible, innovative, and incurring lower overheads than larger enterprises, SMEs have proven their importance in the face of increased global compe-tition (Blili & Raymond, 1993). Generally, SMEs constitute around 95% of enterprises, and account for 60% to 70% of employment within the countries of the Organization for Economic Cooperation and Development (OECD, 1997). New Zealand SMEs form a significant component of the national economic output (35%) in terms of their proportion (96%) and employees (41%) (MOED, 2000). SMEs in the United Kingdom (UK) represent more than 95% of all businesses, employ 65% of the workforce, and produce 25% of gross domestic product (GDP) (Ballantine, Levy, & Powell, 1998).
The recent emergence of the Internet in general, and the World Wide Web (WWW or Web) in particular has revolutionized business activities (Abell & Lim, 1996). Information technology is generating new products, and is the driving force behind new production processes, new forms of business organization, new scope for consumers, and new market opportunities (MOED, 2000).
The open standards of the Internet bring electronic commerce/business (e-commerce) within the reach of even the smallest firms and help to reduce the gap between large and small firms (Kalakota & Whinston, 1996; MOC, 1998). Businesses are embracing e-commerce in order to reduce costs, increase efficiency, and ensure better customer and supplier management (MOED, 2000). Small-business Internet commerce is defined as “the use of Internet technology and applications to support business activities of a small firm” (Poon, 1999). According to Poon’s (1999) definition, a business activity can be internally or externally oriented, and of a transactional or strategic nature. E-commerce is becoming more and more essential as a business tool for organizations in general, and for SMEs in particular, to gain competitive advantage and to access global markets (Poon & Swatman, 1995). The online economy introduces unique opportunities to SMEs for open and free trade because it avoids tariffs and tax, while lessening the impact of geographical distances and time, which can serve to separate SMEs from potential opportunity (Abell & Lim, 1996; Cameron & Massey, 1999; MOC, 1998; Peters & Paynter, 1999). However, this perspective is a double-edged sword. Firms choosing to distance themselves from this new competitive tool risk falling victim to it and missing out on many of its promised benefits. Rather, it is the innovative firms that have been able to profit from this new technological development (Blili & Raymond, 1993). Electronic commerce
shifts the power from the sellers to the buyers, suggesting that businesses in general, and SMEs specifically, are no longer in control of their traditional markets.
Implications in E-Commerce Research in
SMEs
Opportunities provided to SMEs are only apparent, and not necessarily actual. The process is not straightforward, and highlighting what Internet commerce can offer and what others have experienced is a priority (Poon, 1999; Poon & Swatman, 1999a; Premkumar & Roberts, 1999). Despite the apparent media hype (Premkumar & Roberts, 1999), and the enthusiasm among academics (Adam& Deans, 2000; Abell & Lim, 1996;
Infotech Weekly, 1997; Poon & Swatman, 1999a) and professionals (Deloitte, 2000; IDC, 1998; PWHC, 1999) about e-commerce, the available e-commerce research is fragmented and does not offer significant insights into true e-commerce success or failure and penetration in SMEs (Abell & Lim, 1996; Riggins & Rhee, 1998; Turban, Lee, King, & Chung, 2000). Existing empirical research focusing on the success factors of e-commerce (e.g., websites) is anecdotal and exploratory in nature, and therefore does not provide sufficient insights into the combinations of these factors (Liu & Arnett, 2000). Primarily, there is a lack of detailed knowledge about the owners of small businesses and the process of running small businesses (Blackburn & Stokes, 2000). There also remains a lack of knowledge about the nature and extent of SMEs’ needs and the mechanism for delivering support effectively (Hoffman, Barejo, & Bessant, 1998).
The existing e-commerce studies were mostly surveys, exploratory in nature and focused mainly on the growth of the Internet in terms of usage, advantages, and impediments (Abell & Black, 1997; Abell & Lim, 1996; Adam & Deans, 2000; Deloitte, 2000; PWHC, 1999; Poon & Swatman, 1995, 1997, 1998, 1999a, 1999b). Similarly, issues concerning how and why businesses are using the Internet are also scarce (Adam & Deans, 2000; Abell & Black, 1997; Abell & Lim, 1996; Deloitte, 2000). In a recent study, it was found that 73% of surveyed small businesses were connected to the Internet. However, their potential use of the Internet in business was rarely explored (Waikato, 1999), which cast serious doubts about the effective utilization of the Internet and e-commerce by SMEs. Findings indicate a lack of knowledge among SMEs about e-commerce and its applications (Deloitte, 2000). Further, the strategic importance of e-commerce in SMEs was positively viewed, but emerged mostly within larger organizations (Deloitte, 2000). Despite the high adoption rates of e-mail, domain names, and websites, SMEs are lagging behind large businesses in terms of e-commerce adoption and its use in business (Deloitte, 2000). In spite of the perceived advantages, the Internet is used mainly as a communication tool; websites are used mainly for publishing organizational information only, and are rarely used in conducting commercial transactions. The SMEs’ approach toward e-commerce adoption is usually more reactive than proactive, generally doing just enough to meet their buyers/suppliers’ needs (Chen & Williams, 1998). This laggardness in e-commerce adoption applies equally to SMEs in countries as different as Ireland (Mcdonagh & Prothero, 2000) and the U.S. (Alexander, 1999; CB, 2000).
The shortage of detailed e-commerce research, however, is a result of the relatively recent emergence of e-commerce in the early ’90s and the fact that it is still in the evolutionary phase, although it is progressing in a revolutionary manner in different directions. On the other hand, this could also be the result of the multi-perspectives that characterize e-commerce. Capturing these perspectives represents a significant challenge for re-searchers and professionals interested in examining SMEs and e-commerce. This can further fragment the e-commerce field across different disciplines. The recent calls from researchers in the IS field specifically—from groups such as the International Federation for Information Processing (IFIP)—for a wider interdisciplinary investigation of the multi-faceted perspective of the e-commerce field,1 endorse the complexity of the field and
the need for a larger collaboration among researchers from the different disciplines. Thus, this book’s objectives are divided into two parts: firstly, there is a need to generate more e-commerce research tackling critical and contemporary issues in SMEs, and secondly, there is a need to establish a theoretical foundation for the e-commerce field, not the least from the IS disciplines. Thus, the first objective aims at capturing the e-commerce perspective from the business point of view, while the second objective aims at capturing the e-commerce perspective from the theoretical and the methodological point of view.
Theoretical Framework for E-Commerce
Research in SMEs
The Impact of E-Commerce in SMEs
In addressing the first objective, one should note that e-commerce could profoundly impact organizations in different ways. Electronic commerce impacts organizations differently in the sense that it introduces a set of unique features. Past studies have found that facilitation factors vary according to the innovation type (Swanson, 1994). Issues such as security and legal concerns; the compatibility of the new medium with the organization and its employees, or in seeing customers through electronic interfaces rather than the traditional face-to-face interactions (social impact); and the complexity of the field and the lack of knowledge about the new field and its business models were only a few of the mentioned impediments. Further, e-commerce introduces unprec-edented innovations and business models that were not possible before the emergence of the Internet. Riggins (1998) introduced a grid where various opportunities could be identified from the Web based on the strategic orientation of organizations. For example, the reverse auction model for airlines tickets (priceline.com), online auction, and watch ads and get paid model (cybergold.com) are but some of the relevant examples. Much of the IS research examines the automation of internal systems and processes within organizations, e.g., transaction processing and back-office automation, and the emergence of inter-organizational systems and EDI. Earlier literature tackling the strate-gic impact of IT on organizational performance was confined to a supporting role. This perspective grew to encompass the strategic behavior and the essence of the corporate strategies of firms seeking greater dominance in the marketplace (Blili & Raymond, 1993).
This is mostly attributed to the emergence of the Internet. It is, therefore, important to emphasize integration and to explore the holistic impact that e-commerce has on organizations.
Innovations can be either radical or incremental (Afuah, 1998; Thong, 1999). An innovation is said to be radical if the technological knowledge required to exploit it differs significantly from existing knowledge. Incremental innovations, on the other hand, extend or modify existing knowledge bases, e.g., enhancements/upgrades. The introduc-tion of technological innovaintroduc-tions such as the Internet and its constituents (WWW, HTML, XML) and new business models support the view that e-commerce represents a radical innovation. It is therefore not surprising that Kalakota and Robinson (2001) defined electronic business as “the complex fusion of business processes, enterprise applications, and organizational structure necessary to create a high-performance business model.” This definition implies that realizing such business models is challeng-ing and hence requires advanced e-commerce capabilities, in addition to makchalleng-ing funda-mental changes to the organization itself (e.g., new communication/selling medium) with respect to external stakeholders, including customers, suppliers, and partners. Realizing this will govern the success or failure of a given organization’s e-commerce initiatives. Electronic commerce has the potential to streamline internal (e.g., intranet) and external (e.g., buyers and suppliers, EDI, XML, extranet/VPN, websites, etc.) processes and to thereby enable organizations to transform their physical operations (e.g., bricks and mortar) to become virtual (e.g., dot com, clicks) (see Figure 1).
Figure 1: The Impact of Electronic Commerce on Organizations: A Transformation Path
Electronic Commerce The Organization (SMEs) The Organiza-tion Electronic Com-merce The Environment Virtual Organization (Pure Dot Com)
Pure Bricks and Mortar Organization
Transformation Transformation e-commece
Business Product Process
Pure Physical Agent Pure e-commerce Choi et al. (1997) High Low Low High
To bridge the gap between e-commerce and business
At the heart of the transformation process is the level of e-commerce integration between internal and external processes and systems (e.g., strategic e-commerce, outsourcing, change management, ERP, procurement, BPR, CRM, SCM, etc.) developing to enable organizations to develop successful and sustainable digital business models. Such organizations would be in a better position to digitize their processes, products, and delivery agents (Choi, Stahl, & Whinston, 1997). However, the preceding process depends in large part on issues pertaining to the product characteristics of these organizations, which in turn points to industry specifics (Al-Qirim & Corbitt, 2002b). Thus, addressing these perspectives could yield further insights pertaining to the e-commerce adoption and diffusion criteria in SMEs.
In addition to the product or industry perspective, the depth of the e-commerce impact (or transformation) depends on other internal organizational factors (e.g., product, management, structure, employees) and on the external environment (political, economi-cal, social, technological (PEST) and micro forces such as competition, suppliers and buyers, partners, technology vendors) (Al-Qirim & Corbitt, 2002a, 2002b; Teo, Tan, & Buk, 1997; Vadapalli & Ramamurthy, 1997). SMEs are highly susceptible to environmen-tal forces (Blili & Raymond, 1993). As a consequence, identifying the significant contexts and factors of e-commerce success in SMEs and explaining their impact is important to researchers and professionals. However, the depiction of the two extremes in Figure 1 (pure brick and mortar vs. pure clicks) does not imply that SMEs should elevate to the virtual marketplace eventually. On the contrary, depending on certain contextual impacts (highlighted above), organizations could be represented alongside the continuum separating the two extremes. For example, Adam and Deans (2000) suggested an inclination among organizations to migrate from both extremes towards a blend of bricks and clicks (Gulati & Garino, 2000). On the other hand, some organizations existed initially in the electronic marketplace and had never existed in the physical marketplace, e.g., online stock trading companies, auctions, virtual hospitals, virtual libraries, etc., while other companies may choose to have a physical presence.
In conclusion, the introduction of issues, concepts, implications, contexts, techniques, and tools to assist in unveiling the myriad facets that characterize e-commerce could contribute significantly to our understanding about the fast-growing and dynamic field that encompasses the Internet age. Accordingly, the editor posits the following broad questions, which are intended to be guidelines for researchers:
1. How can e-commerce impact SMEs (socially, politically, economically, technologi-cally)?
2. How can SMEs respond to e-commerce impacts (organizational, culture, success and failure stories, BPR, SCM, change management, CRM, virtual organization, and new opportunities such as mobile commerce and ERP)?
3. How can SMEs develop successful e-commerce business models (clicks/bricks)? 4. How can SMEs measure e-commerce success in the adoption and/or diffusion stages (benchmarks, models, factors, predictive techniques using multivariate analysis and models, case studies)?
5. How can involved stakeholders influence e-commerce success or failure in SMEs (government, unions, interest groups, global trade and regulations, technology vendors, suppliers, and buyers)?
6. How can results be extended (or compared) from one country that defines SMEs as having 19 employees or fewer (MOED, 2000) to countries that define SMEs as having fewer than 500 employees (such as the U.S.)?
Theoretical Foundation
“The characteristics of electronic business are in direct conflict with the implicit assumptions underlying most academic research. Information systems research is challenging enough. The nature of the e-business domain presents even greater difficulties.” (Clarke, 2001, p. 1)
In addressing the second objective, researchers are confronted by different hurdles. Researchers have suggested that the interdisciplinary nature of IS overlaps with the computer science and the business disciplines (Clarke, 1999; Mumford, 1991). This could extend to viewing e-commerce research as being part of the IS field. However, as IS is an applied discipline and lacks the presence of solid theoretical foundations, it is possible to utilize theories from other referenced disciplines (Clarke, 1999; Garcia & Quek, 1997) such as management, marketing, economics, etc. The risk, however, in adopting and/or adapting models from other disciplines is that the borrowed theoretical or methodologi-cal models might become stereotypimethodologi-cal or distorted (Garcia & Quek, 1997).
In relying on the IS literature in small business as a reference theory, few insights into IS uptake and use by small business can be observed. In addition, often such research depicts mixed messages (Levy, Powell, & Yetton, 1998). In their review of the IS literature in small businesses, Harrison, Mykytyn, and Reimenschneider (1997) found that much of the earlier IS research in SMEs is exploratory or descriptive in nature, and concluded that the existing research focuses on selected business sectors and is fragmented in terms of the findings and the conceptual approaches used. Reimenschneider and Mykytyn (2000) found that early IS research on small businesses was dated, did not provide significant information about IS use, and was too industry specific. However, most of this research points to the devolvement of the small-business sector at the different organizational, technological, environmental, and managerial levels (Blili & Raymond, 1993; Cragg & King, 1992, 1993; Zinatelli, Cragg, & Cavaye, 1996; Levy et al., 1998). Thus, addressing such contextual impacts from within the different disciplines on e-commerce success in SMEs could contribute immensely to the e-commerce research in SMEs specifically.
The difference between large and small businesses is fundamental to their operations (Bilili & Raymond, 1993; Cragg & King, 1993; Harrison et al., 1997; Levy et al., 1998; Thong, 1999). Even among the SMEs themselves, larger SMEs are more likely to adopt e-commerce than smaller SMEs (Al-Qirim & Corbitt, 2002b). Enjoying significant re-sources and capabilities, large organizations were the frontrunners in reaping benefits from the Internet (Poon, 1999). Smaller businesses have much simpler structures, resources, and capabilities, and are more susceptible to environmental and internal constraints. Therefore their mortality rate is much higher than larger firms. Poon (1999), Thong (1999), and Jansen (1998) point to the following features, which characterize SMEs: simple, centralized organizational structure and decision-making (represented by
the personality of the owner/CEO), a lack of financial resources and specialized skills (experts/expertise), short-term planning (reactive), target niche markets, vulnerable to start-up failures (especially in the first two years), hecticity and uncertainty. Blili and Raymond (1993) and Soh, Yap, and Raman (1992) confirmed these same features and pointed to others: less use of information and formal managerial techniques, a favorable attitude towards information systems but with fewer expectations, very simple IS in place (mainly accounting or administrative packages), and usually under-utilized, troubled, and risky. Understanding these specific characteristics is fundamental to e-commerce research into SMEs.
Thus, applying and/or adapting (Greenwood & Grimshaw, 1999) results from IS research from large businesses to smaller businesses is dubious at best (Jansen, 1998; Reimenschneider & Mykytyn, 2000; Thong, 1999; Thong, Yap, & Raman, 1996), and more accurate models targeting SMEs are required. Thus, researchers extending e-commerce models from large organizations and attempting to apply them to smaller businesses would risk bypassing two main perspectives highlighted above, namely, IS and e-commerce studies in small businesses. This could result in misdirecting the whole research endeavor and in having divergent or fruitless results. Harrison et al. (1997) pointed to the importance of this perspective (lack of frameworks and models in past IS studies in small businesses) and the need for suitable frameworks that would guide the research procedure. Therefore, researchers attempting to borrow reference theories or models either from IS or any other discipline, and trying to adopt/adapt them to their e-commerce research in SMEs, should take care to adhere to the most relevant issues pertaining to SMEs with respect to the different contexts and factors highlighted earlier (Al-Qirim & Corbitt, 2002a). A review of the technological innovation adoption literature on SMEs provides useful insights into factors influencing innovation adoption, but points to the need to introduce additional determinants of innovation adoption (Fichman, 1992) to SMEs research (Thong, 1999).
Driven by the importance of introducing more potential determinants to e-commerce adoption research in SMEs, Al-Qirim (2003) attempted to extend the technological innovation theories to e-commerce adoption research in SMEs. He identified potential constructs and factors from these theories and then checked their appropriateness to e-commerce adoption research using three case studies in New Zealand. The researcher endeavored to pinpoint and examine the most important determinants of e-commerce adoption in SMEs and to eliminate the least relevant ones. It is important to acknowledge that e-commerce introduces features that are unique and different from other innova-tions. For example, the proposed technological innovations determinants in SMEs (Al-Qirim, 2002) were revisited from within the e-commerce literature in order to justify the use of such innovation factors as potential determinants of e-commerce in SMEs (Al-Qirim & Corbitt, 2002a).
Research Methods
Electronic commerce research represents a new phenomenon and therefore imposes unprecedented challenges on existing research methods in capturing its multi-faceted perspectives. The related technology is changing so fast that people and organizations
employing it are in a far from stable position. Most researchers do either quantitative (positivist) or qualitative (interpretive) studies. However, some researchers in the IS (Gallivan, 1997; Nissen, Klein, & Herschheim, 1991) and the e-commerce (Poon & Swatman, 1999) field have called for combining at least one method from each paradigm (positivist vs. Interpretive) within a given study. Poon and Swatman (1998) have indicated that “the survey provides the broad and unbiased overview and generic understanding of key issues related to small-business Internet use in a non-anecdotal manner. The multiple case-study research then served as a flexible and adaptive means to pursue the investigation of these issues in an in-depth manner.” Others have suggested using multiple methods (or methodological pluralism) within the same para-digm (e.g., qualitative parapara-digm) (Galliers, 1991; Mingers, 1996; Myers, 1997) to achieve more rigor and validity (Garcia & Quek, 1997). Gallivan (1997) indicated that in studying the impact of new technologies on organizations such as e-commerce, the use of mixed-method studies provides opportunities to gather mixed-level data, which can be useful in linking the individual to the organizational level of analysis. Further, the use of a mixed-method approach could tie together positivist and interpretive researchers.
Gallivan (1997) asserted that in encouraging mixed-method studies, the “garbage can model” should be followed. In adopting this model, the researcher’s preference for a certain methodology will shape the selected topic, not the research questions. On the other hand, combining methods is not a straightforward process and does pose serious implications (Mingers, 1996). In undertaking multiple research methods (e.g., surveys, focus groups, case studies), researchers can become confused by the issue of triangu-lation, e.g., contrasting the findings of one method by findings produced by another method, indicating that those findings are unlikely to be the result of measurement biases. However, this positivist view of triangulation is misleading, and direct comparison between methods is not always possible. Neither is validation by triangulation (Bloor, Frankland, & Thomas, 2001). Therefore, using different methods in the same research to generate different insights pertaining to the investigated issues is highly encouraged and a much more productive practice than engaging in attacking other methodologies.
Measuring E-Commerce Success (Benchmarking)
Some researchers measure e-commerce capability in small businesses by adopting measures such as the ability to sell/buy products and collect payments online, and even by the ability to deliver products entirely over the Internet (e.g., music downloads) (Adam & Deans, 2000; PWC, 1999). However (and as highlighted earlier), recent studies emphasizing the status of the e-commerce field in SMEs pointed to the laggardness of the sector in terms of adopting and using commerce. Therefore, studying advanced e-commerce issues such as selling and buying goods and collecting payments directly over the Internet is unlikely to yield useful results, and even if they exist, these results will be limited. Other e-commerce capability measures such as a change in the financial turnover since adopting e-commerce, increase in market share, number of customers, business activities, and sales enquiries are appropriate but not feasible, because the SMEs may not hold such figures in the first place, and even if they have retained such figures, it is highly unlikely that they would be inclined to provide such privileged
information (Poon, 2000). Devising robust techniques and tools to detect true e-commerce use and success is essential to the e-e-commerce area in SMEs. Teo et al. (1998) and Thong (1999) have suggested that the use of continuous scales and measures could yield more accurate results, and that using multiple measures and scales within the same variable could yield more useful results. For example, Al-Qirim and Corbitt (2002b) introduced three measures to measure and to trace e-commerce adoption in SMEs where one of these measures was a continuous scale.
Defining SMEs
There is no agreement upon what constitutes a good definition for SMEs (Burgess, 1998; MOED, 2000; Zinatelli et al., 1996) except that they are managed directly by their owner(s), e.g., they own most of the shares, provide most of the finance, and make the majority of the principal decisions (Cameron & Massey, 1999). Cameron and Massey (1999) found that countries and agencies employ different qualitative and quantitative limits (Hailey, 1987) in defining SMEs. The criterion most commonly used is the number of employees, as it is a more reliable measure of firm size between different sectors of the economy. However, they highlighted other characteristics of these businesses: (1) personally owned, (2) managed and (3) not being part of a larger business enterprise. Premkumar and Roberts (1999) found that most SMEs tend not to divulge their sales revenue for confidentiality reasons and therefore utilized the number of employees as a measure in their study.
Another implication is in providing criteria where results from countries that define SMEs’ size as being up to 500 employees (OECD, 1997) could be extended to other countries that define SMEs’ size as being much smaller and vice versa. For example, the Ministry of Economic Development defines New Zealand SMEs as employing 19 or fewer full-time equivalent employees (FTEs) (MOED, 2000). However, for comparison pur-poses, MOED (2000) extended their definition of SMEs to include businesses employing up to 100 FTEs. Based on the type of industry, Burgess (1998) divided the SMEs into businesses belonging to the non-manufacturing (employing less than 20 people) or to the manufacturing (employing less than 100 people) sectors. Concentrating on New Zealand, Bollard (1988) limited the size of small manufacturing firms to less than 50 employees and very small firms to less than 20 employees. The preceding measures could facilitate the exchange of results across the different countries.
In accordance with the second objective, the editor posits the following broad questions, which are intended here as guiding criteria to researchers interested in e-commerce and SMEs:
1. What are the most probable guiding theoretical frameworks for e-commerce in SMEs (strategic alliances, strategic planning, corporate governance and decision making, marketing, consumer behavior, CRM, economy, finance (e.g., micro struc-ture))?
2. What are the strengths and the weaknesses of the guiding theoretical frameworks? 3. How can researchers link the borrowed reference theory to e-commerce? 4. What are the best research approaches and methodologies for studying the impact
5. How can combined research methods yield more significant results?
6. How can researchers triangulate their findings and increase their insight into the e-commerce reality?
Conclusion
This chapter addressed issues that are of importance to researchers, research students, policymakers, and professionals interested in the e-commerce field in general and in the context of SMEs specifically. The chapter addressed professional as well as theoretical issues relating to e-commerce, SMEs, theory, and methodology. It is by following such an approach that e-commerce research in SMEs could take on a shape of its own, and results could be shared transparently across different countries and institutions. As the e-commerce field is relatively new and fragmented across different disciplines, address-ing issues pertainaddress-ing to its novel perspectives and linkaddress-ing those with a reference theory is a priority and essential before undertaking a research endeavor.
This chapter introduced some of the implications that surrounded e-commerce research in SMEs and provided a framework where the different implications are progressed and are able to be addressed. This book points to other important issues that could contribute significantly to the progress of e-commerce research in SMEs. It is left to other researchers in the same field to expand on those issues from their perspectives and from the perspective of their countries.
Endnotes
1 http://www.salzburgresearch.at/suntrec/IFIPTC8Conference/
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